MetalJobs Networkhttps://saninc.com/metaljobs
Metal Jobs Network - Metal Jobs, Metal Careers, Metal RecruitersMon, 19 Nov 2018 20:33:42 +0000en-UShourly1https://wordpress.org/?v=4.9.8The Culpability of Free Speechhttps://saninc.com/metaljobs/the-culpability-of-free-speech/
Wed, 14 Nov 2018 16:44:45 +0000https://saninc.com/metaljobs/?p=26322If you had to pinpoint a turning point, it was perhaps the launch of CNN in June of 1980. Prior to CNN, news programming delivered relatively factual information for an hour or two a day. After CNN, although it was an amazing accomplishment to cover events live as they happened and to have an endless […]

]]>If you had to pinpoint a turning point, it was perhaps the launch of CNN in June of 1980. Prior to CNN, news programming delivered relatively factual information for an hour or two a day. After CNN, although it was an amazing accomplishment to cover events live as they happened and to have an endless stream of information, it created a demand for opinion. How else would you fill 24 hours of news for 365 days per year?

A little over a decade later, the abundance of the accessibility for opinions skyrocketed with the growth of easy-to-use Web browsers in the mid 1990’s. And now, as of the second quarter of 2018, Facebook has over 2.23 billion monthly active users – all voicing their opinions.

We have always had the right to free speech, but never before has the freedom of opinion been accessible to so many.

As an employer, what is your culpability for the free opinions of your employees?

The Issue
Most hiring managers are quite savvy when it comes to researching potential new hires; they check out pictures on social media, they judge extracurricular activities, and they may even choose to end the interviewing process based on things discovered online.

What happens when instead of judging, we end up being judged?

Consider the ramifications of an A-Player researching whether or not to interview with your organization, and seeing what to them is a controversial article shared from an employee within the firm. Consider one of your key accounts, someone who has done business with your organization for years, distancing themselves based on a persistent string of what they perceive to be annoying comments online. This is not limited purely to social media; consider the consequences of a potential client reviewing your firm, and viewing information on your website that makes them feel like their business may not be welcomed at your firm because of differing beliefs.

Now, go back and re-read the prior paragraph. Notice the following:

“seeing what to them is…”

“what they perceive to be…”

“makes them feel like…”

In other words, we are not required to take responsibility for the feelings and reactions of others, but we should take responsibility for being the catalyst for those feelings and actions.

Many might be thinking this only refers to extreme examples, and we can all think of several that have gone viral for their irreverence. However, consider this: according to a poll taken a few weeks after September 11, 2001, George W Bush’s approval rating was at 92%. That means that even at the most favorable of times, if you were vocally in favor of President Bush, there were another 8% who had a differing opinion. There is no such thing as a true safe zone when it comes to common opinion.

The Regulation
This does not mean that individuals should not have the ability to express freedom of speech, and of course great things have come from it. The challenge that remains is one of authority; who is to say what is appropriate and what is not? Is that really the responsibility of senior leadership and human resources to balance the potential damage to a company’s image and reputation against their desire to foster a supportive workforce that doesn’t micromanage the actions of every employee? In some extreme examples, termination over controversial behavior could be easily rationalized. In others, it does not require malice of forethought to make prospective candidates, clients or other employees feel uncomfortable.

If guidelines should be established, ask the following questions:

Is what I am about to share positive in nature or negative?

If negative, what is my desired outcome?

If positive, what audience might still have a differing opinion and am I okay with that audience feeling alienated?

When entering into an online debate, ask yourself: how often has your opinion been changed by a similar form of communication? Likely answer: never.

Would I be comfortable voicing this opinion to someone in person, or would I adjust my message or tone if I was discussing this face-to-face with an individual?

Insert the opposite perspective or belief; how would you feel if you read it online from a vendor? Would you question if you would want to continue to work with that client?

Is it worth it?

The Education
In many organizations, focused training on understanding multiple perspectives is limited. This skill is about authentically learning about others and better understanding their point of view on a specific topic or situation. When we avoid personalizing other people’s opinions, we can have a more objective perspective. People do what they do because of them more than because of us. Widening our perspective can increase awareness and social sensitivity.

The ultimate goal is to consciously and genuinely listen to the perspective of others and see it simply as a perspective. Instead, most tend to judge perspectives or opinions as “good” or “bad.” Instead, train individuals to not judge but instead view opinions exactly for what they are: the point of view of a single person based on their life experiences and values.

]]>Establishing Mutual Commitmentshttps://saninc.com/metaljobs/establishing-mutual-commitments/
Wed, 10 Oct 2018 20:04:18 +0000https://saninc.com/metaljobs/?p=26292According to a recent report from the U.S. Bureau of Labor Statistics, there were 2.8 million individuals who voluntarily quit their jobs in January 2015. This is a 17% increase from January 2014, proving that opportunities for employees are abundant and we have shifted back to a candidate-driven marketplace. Why is this important? Employee retention […]

]]>According to a recent report from the U.S. Bureau of Labor Statistics, there were 2.8 million individuals who voluntarily quit their jobs in January 2015. This is a 17% increase from January 2014, proving that opportunities for employees are abundant and we have shifted back to a candidate-driven marketplace. Why is this important?

Employee retention should always be of utmost importance, but requires awareness as to why employees leave to begin with. A Gallup poll of more than 1 million employed U.S. workers concluded that the #1 reason people quit their jobs is a disconnect or poor relationship with their boss or immediate supervisor. “People leave managers not companies…in the end, turnover is mostly a manager issue,” Gallup wrote in its survey findings.

In other words, the responsibility rests primarily on leadership’s shoulders to engage, mentor and retain employees.

Establishing mutual commitments is the key to a meaningful relationship. This is true for personal relationships, relationships with clients, and relationships with employees. The bedrock of a meaningful relationship is trust, and trust is solidified or broken based on reliability in the form of honoring our commitments. We have all heard expressions like, “his actions spoke so loud, I could not hear his words” or, “she says what she will do, and does what she says.” Spouses, friends, co-workers, and our employees do not have a rule book for correct behavior by either themselves or by us unless we get one from them, give them one, or co-create one.

Leadership Expectations
The easiest way to create this blueprint? Solicit feedback from the team! They are your audience of judges, and they will give you the answers to the test. Ask questions and be open to receiving feedback:

Who would you say is the best boss you’ve ever had (present company excluded, of course)? What characteristics or qualities did they have that stand out?

What would you replicate from previous companies or departments in which you’ve worked?

What do you most appreciate about the leadership of our organization/team?

As leaders, what are we not doing that we should be?

If you became CEO tomorrow, what is the first thing you would change? Why?

From that feedback, come up with a list of five or ten expectations to which you know you can be held accountable. Make the expectations quantifiable, so that issues will not arise with relativity. Do not commit to something in which you will likely fall short; this should be set in stone on both sides and waver only for special exceptions or with permission from the other party. The key is that you cover what your team can count on from you in your professional relationship, and that what they can count on are things that matter to them.

Clear Expectations
It can be easy to create a list of the behaviors that we want others to exhibit, but tougher when we have to declare the same for ourselves. The following are some examples of commitments that could be modified for your own professional environment, and made quantifiable as much as possible:

Go to the Source: I will have the courage to respectfully confront (to provide feedback) and be confronted (to receive feedback). I will provide you with honest guidance regarding your performance on a consistent basis, and do so in a private environment.

Career Path Blueprint: I will provide a career path with quantifiable benchmarks, and educate you as to the vision I have for you and your contribution. I will see potential in you that you may not yet see in yourself, and remain committed to your professional development.

Mutual Accountability: In service of your long-term potential, I will hold you accountable to doing the things you said you would do. I will invite feedback consistently about my leadership abilities, our team’s dynamic, and how things can improve.

Timely Response: I will respond to all emails promptly and will not cancel standing meetings unless there is a true emergency or unavoidable last-minute conflict.

Consistency: I will have times of being intensely focused on a project or unavailable at times, but I will not allow myself to have any passive aggressive or “bad days.” You can count on my consistency as a leader and colleague.

Two-Way Street

Create the same list of commitments for employees, and consider asking current staff to help create the list of things they want in teammates. The expectations could include things like desired behaviors, time in office, work ethic, required results, or any other guidelines that allow an employee to know they are meeting expectations. Resist the urge to simply say “I’ll know a job well done when I see it” – if you can’t articulate expectations clearly, employees will never know if they’ve achieved them. This is when a disconnect happens, and the foundation of the relationship begins to crack.

What happens when an expectation is not met? Give both sides permission, early on, to approach the other when this happens. When it does, there is the opportunity to engage in additional dialogue and share relevant information that may shift the perspective of the situation. There is also the opportunity to course correct immediately, as sometimes we don’t realize an issue exists until an outside party points it out! Choose to foster, and demonstrate to employees, an environment of high accountability and expectations of one another. The strongest organizations and teams are built by those who honor their commitments.

]]>Become Comfortable with the Uncomfortablehttps://saninc.com/metaljobs/become-comfortable-with-the-uncomfortable/
Tue, 04 Sep 2018 21:07:02 +0000http://saninc.com/metaljobs/?p=26245No matter your role or how long you have been in it, we all have situations we would rather avoid. Scenarios can range from taking on a project in which you are not sure you will excel, having a difficult conversation with a client or colleague, or even simply interacting with coworkers in a social […]

]]>No matter your role or how long you have been in it, we all have situations we would rather avoid. Scenarios can range from taking on a project in which you are not sure you will excel, having a difficult conversation with a client or colleague, or even simply interacting with coworkers in a social setting outside of the workplace. No matter the situation, most would agree that leaving your comfort zone can create the opportunity to flourish professionally, personally, and financially. Yet that comfort zone can be a cozy blanket of security quite difficult to shed!

So how do you become comfortable with the uncomfortable?

Embrace ItThink back to your days as a child; in your neighborhood, you may have had a community pool with a diving board that (especially in your youth) seemed about twenty stories tall. And each summer, during swimming lessons, the instructor would force you to you climb those stairs, teeter out to the end of the board, and basically push you off the end. Do you remember how that felt? Your whole being was screaming at you not to do it, because you knew that the inevitable would happen and you were most certainly going to plunge to your death. As you fell for what seemed like eternity, suddenly you would hit the water and have the realization that you had survived and, in fact, it was not that bad at all.

As children, our parents or our swimming instructors or our teachers were obligated to give us a gentle nudge over the edge. Embrace the fact that now, you are the only one who can take that leap of faith. We know how the story continues with those summers at the swimming pool; you throw yourself off the diving board once, and then realize that it’s pretty fun and you actually enjoy proving to yourself that you can do whatever you set your mind to. You then jump off enough times repeatedly that it’s no longer an intimidating challenge. So the first step? Embrace what makes you uncomfortable; professional growth comes from new experiences and often distressing ones.

Understand ItIf you want something in life that you have never had, you will likely have to do something that you have never done. However, knowing what needs to be done and understanding what is holding you back from doing it are two different tasks. It might be completely evident to you what the looming task or situation is; what you may not be able to immediately recognize is why you’re feeling the way you are. What is it about the situation that is triggering the feeling of fear?

More than likely, it is a fear of failure or a fear of not being good enough. Simply summarized, most paralyzing situations stem from one of those two roots. Reflect on the uncomfortable scenario you envisioned when first reading the opening paragraph of this article; would you agree that the underlying originating fear is one of those two roots?

When you start listening to the doubts of yourself and others, the voice in your head becomes a breeding ground for negativity. People will always have an opinion. Understanding that those people are entitled to their own thoughts, yet disassociating yourself from those opinions, is an important step in moving passed any fear of being judged.

Coach To ItAs comedian George Carlin stated, “If you’re looking for self-help, why would you read a book written by somebody else? That’s not self-help, that’s help!” In short, let go of the need to try to solve your challenging situations all by yourself! When faced with a situation that seems overwhelming, seek out an individual who you respect in terms of their ability to handle similar situations. Ask for guidance; pursue coaching from a more veteran individual or perhaps even role play in order to make the foreign seem less intimidating.

If we acknowledge that people’s words and perceptions of us can actually shape our own beliefs about ourselves, identify someone who can provide positive mentorship and feedback as you work through whatever it is that is creating the intimidating environment. In time, positive reinforcement can be the catalyst for courage.

Act On ItAt some point, you must make the choice to step off the high dive. The battle is half won by that small step! If needed, “fake it until you make it” and simply pretend to be confident. When you have come through to the other side, you will likely realize that it was not as bad as you thought it would be, and you are proud of yourself. Remember that fear kills more dreams than failure ever will.

To make change a constant and not a singular event, consider investing in your own personal and professional growth and well-being. Go ahead and get the membership to the gym that you have talked about for months, research therapists or personal coaches and sign up for an exploratory conversation, book the vacation you’ve been wanting to go on, splurge on a massage, or ask others for suggestions of personal development books they have enjoyed – the key is to act on something! If you are not taking the necessary steps to have a plan for personal and professional growth, the road ahead may not seem so uplifting.

We all have the right to live our best life; anything else is mediocre – and none of us were put in the roles we are in to simply be mediocre.

]]>Allocating Your Attentionhttps://saninc.com/metaljobs/allocating-your-attention-2/
Mon, 13 Aug 2018 18:59:41 +0000http://saninc.com/metaljobs/?p=26228“I just find myself with too much time on my hands throughout the day!” Is it safe to assume that this statement has rarely, if ever, been muttered by leaders and managers in today’s professional environment? In fact, “being busy” is often worn as a prideful badge of honor. It is a popular statement in […]

]]>“I just find myself with too much time on my hands throughout the day!” Is it safe to assume that this statement has rarely, if ever, been muttered by leaders and managers in today’s professional environment? In fact, “being busy” is often worn as a prideful badge of honor. It is a popular statement in part because it is an admirable one. Having free time, on the other hand, makes you look dispensable and irrelevant.

In a time when we are accessible every moment of every day, when organizations are lean yet expectations are high, we have largely failed to address a skill that must be developed – both within an effective leader and within those who are being managed.

The skill? Attention allocation.

Commonly, we focus on time management – an oxymoron! Time cannot be reined in, slowed down, or controlled – yet how we choose to allocate our attention every moment of every day can be.

Educate your Environment
One of the biggest challenges of being a parent is that whether you like it or not, there are eyes on you at all times! Children watch, process, and mimic the behaviors modeled to them regardless of if those behaviors are productive or damaging. Similarly, those on your team are constantly observing the way you manage priorities, react to deadlines, and allocate your attention. Therefore, we must remember that if we want to engrain effective attention allocation skills within an organization or department, it must first start with modeling those skills from the top. What can this sound like?

“It sounds like what you want to talk about is important to you, so I want to be able to give you my dedicated attention. Let’s schedule a time when it works for both of us so we can discuss this at a time where I will not be distracted like I would be right now.”

“I am in the middle of a priority project; is this an emergency? If so, I am happy to stop what I am doing but if not, please send me an email and I will respond by the end of the day with a time for us to meet personally.”

“That’s a great question; give me an idea of what you’ve done already to try to find an answer.”

What can this look like? Consider closing out email with the exception of several pre-set times throughout the day or late evening. The team will learn at what times you are engaged in administrative activities, keeping other times sacred for forward-motion activities or primary responsibilities. A doctor does not check emails in the middle of surgery, and a lawyer is not accepting incoming calls while the opposing counsel is grilling his client. What makes the critical responsibilities of your role less deserving of your own concentration? Very rarely is anything so urgent and critical that it cannot wait for a reply within an hour; you may even find that issues solve themselves without you having to!

Practice Being Fully Present
In our “information overload” society, learning how to stay fully present can certainly be challenging! In fact, “nomophobia” is a term jokingly used by psychologists to refer to the 40% of the population now addicted to their smartphones. What is the habit you need to break in order to be more fully present in your personal and professional interactions?

As an example, if you are in a meeting with someone on the team, be in that meeting. Put your desk phone on “out,” silence your cell phone, turn off your monitor if it may be a distraction, and position your body to fully face the other individual. Give your full, undivided attention. Watch how they respond over time, and realize the impact that being fully present can have on those with whom you work.

An added benefit? This actually trains your brain to be more effective. When working on administrative work, it is easier for you to be fully focused in that work because your brain is slowly reprogramming itself away from the compulsive need to respond to over-stimulation, dings, clicks, and alerts coming from all directions.

Value of Time
How do we know which activities, initiatives, and emergencies are deserving of our attention? Know the value of your time, and train those within your team to think the same way. Take how much you will earn (or would like to earn) annually, and divide by the number of work hours in a year. Now, take that hourly billable rate and double it, because that will give you a “prime time” amount that you should strive to spend at least a few hours per day engaged in the highest “billable rate” activities possible. When you are aware of the value of your time, suddenly spending 30 minutes reorganizing your desk in the middle of “prime time” seems like a waste. The peripheral colleague who wanted to catch up on the weekend? Those 15 minutes may have cost you several dollars or several hundred based on your billable rate. Getting caught up on emails and admin may be important, but prioritize several dedicated hours per day to be actively engaged in surgery or the courtroom.

Just Say No
Does it seem impossible to get it all done in a day? It is. You can no longer fit everything in, no matter how effectively you allocate your attention. The moment you embrace that truth, you instantly reduce your stress and feelings of inadequacy. Learn to say no; perhaps this is no longer volunteering for certain committees, or hiring someone to do lawn maintenance or handle “to-do’s” at home. Create boundaries on how and where you allocate your attention.

]]>Now What?https://saninc.com/metaljobs/now-what/
Mon, 09 Jul 2018 14:05:39 +0000http://saninc.com/metaljobs/?p=26211Take a moment to reflect on what has now been a long-circulating article via the internet and social media. Although it has a somber tone, it sets the stage for the purpose behind this month’s update. First, I was dying to finish high school and start college. And then, I was dying to finish college […]

]]>Take a moment to reflect on what has now been a long-circulating article via the internet and social media. Although it has a somber tone, it sets the stage for the purpose behind this month’s update.

First, I was dying to finish high school and start college.
And then, I was dying to finish college and start working.
And then, I was dying to marry and have children.
And then, I was dying for my children to grow old enough for school.
And then, I was dying to retire.
And now, I am dying …
and suddenly, I realize I forgot to live …

We recognize that for some, this might be a little severe for what is normally a lighthearted and thought-provoking newsletter, but as consultants who engage in conversations daily with hiring managers and candidates alike, a common question has emerged more in the last five years than ever before.

Now what?

During the recession nearly a decade ago, most organizations and individuals were laser-focused on survival or sur-thrival. Coming out of that tumultuous time, most were intent on regaining their footing. Now that the foundation has been restored, a new evolutionary question remains – what happens next?

Maslow’s Needs: Professional Fulfilment

Once we’ve met the basic fundamentals of food, water, and shelter (or in a professional setting, career, advancement, professional success) the next level of self-actualization starts to emerge. This can be an intimidating, foreign and awkward space to settle in! Instead of focusing on “I would be happier if once I…” look instead to fulfillment in daily interactions. Wealth management advisor and business coach Jeff Gitterman says giving to others every single day is where true fulfilment is found.

In a recent article Gitterman published, he shared “My understanding of the power of giving came about many years ago, when I was just starting out as a financial advisor. One of the initial appointments that I’d have with any new prospective client is what we call in the industry a ‘fact-finding session.’ The idea is simply to gather data like their Social Security number, date of birth, place of work, the kind of house they live in, income, assets and so on. One day, I was getting out of my car and about to walk into a prospect’s house to try and sell some insurance. I was way behind on my bills, and my mind was racing about how much I needed the sale. Desperation poured out of me as I caught my reflection in the car window. I stopped and looked hard at that reflection, and thought: ‘Who would want to buy anything from you? Look at how desperate you look!’”

Gitterman says it was in that moment that he dropped his needy mentality and met with the prospect looking to give without expecting anything in return.

“I forgot my worry about having to make a sale, and began to listen very deeply to what these prospective clients really wanted and needed. As I approached more clients this way, my meetings transformed. My success as a financial advisor grew exponentially.”

As Gitterman reminds us, every appointment and meeting invites us to challenge ourselves to a life of giving. We all know that the fastest path to success is getting others to succeed; instead consider that the path to fulfillment (not just success) is to help others get and achieve what it is that they want.

Maslow’s Needs: The Personal Journey

Reflect on our Update’s original poem. You have likely heard the cliché that life is a journey, not a destination, but how do we remember that in the busyness of life? How can we de-clutter and enjoy the moments instead of waiting for a magical “next chapter” to arrive? Evaluate, and then trim away, all of the non-essentials in your day. What are you involved with out of obligation that could be less frequent or eliminated entirely? How many social networking sites do you really need to update or check, and how often per day? What do you say “yes” to that is unnecessary and takes time away from the things and people who are truly most important to you in life? Eliminating a few non-essential tasks or activities gives you the time and energy to invest in those things that are essential for your balance and wellbeing.

There are growth needs and basic needs; basic needs are external whereas growth needs are internal. That is part of what makes this journey so complicated! Take a moment to reflect on the following:

Who in my life do I care to impact the most? How specifically am I going to mentor and impact those individuals?

What are five things I would put on my bucket list, and with whom would I want to experience them?

What experiences am I most appreciative of in my life? How can I help others have that same experience?

What moment in your life are you most proud of? How can you duplicate more of those moments?

What do you enjoy most about being around the favorite people in your life? How are you emulating those same traits to others?

We have the freedom to choose our actions, our profession, our financial needs, and the path of our life. Each day is not about what we have to do. It’s about what we get to do.

]]>Elevating the Gamehttps://saninc.com/metaljobs/elevating-the-game-2/
Tue, 19 Jun 2018 15:58:39 +0000http://saninc.com/metaljobs/?p=26191The concept of having a best friend may seem more appropriate for schoolyard conversations than workplace ones. Although there is no need for friendship bracelets to be exchanged across cubicle walls, there is most certainly a need for significant connections within the workplace in service of employee contribution and retention. The best employers recognize that […]

]]>The concept of having a best friend may seem more appropriate for schoolyard conversations than workplace ones. Although there is no need for friendship bracelets to be exchanged across cubicle walls, there is most certainly a need for significant connections within the workplace in service of employee contribution and retention.

The best employers recognize that loyalty doesn’t solely exist to the company; it exists at a much deeper level – among employees toward one another. All employees have moments when they examine their professional situation; as recruiters, on a daily basis we speak to individuals who consider leaving an organization. The best managers recognize that the quality and depth of relationships (both peer-to-peer and employee-manager) is a critical component of employee loyalty.

One reason deep friendships are so essential in the workplace is because a necessary element of friendship is trust. Development of trusting relationships is a significant emotional component for employees in today’s workplace. Thus, it is easy to understand why it is such a key trait of retention, and is one of the 12 key discoveries from a multi-year research study by The Gallup Organization. When strong engagement is felt in a workgroup, employees believe their colleagues will help them during times of stress and challenge. In this day of rapid-fire change, reorganization, technological advancements, and innovation, having best friends at work may be the true key to effective change integration and adaptation. When compared to those who don’t, employees who have best friends at work identify significantly higher levels of healthy stress management, even though they experience the same levels of stress.

The Inner Circle
Consider your own inner circle at work. In Tom Rath’s Vital Friends, his extensive research outlines the types of individuals you must have in your life in order to elevate your professional game. Who of your vital friends can you count on for the following?

Builders motivate you, invest in your development, and genuinely want you to succeed. These friends help you see your strengths and advise you on how best to use them. They are generous with their time and encourage you to accomplish more. They’ll never compete with you and will always be standing at the finish line to cheer you on.

Mind Openers are vital friends who stretch your viewpoint and introduce you to new ideas, opportunities, and people. They help you expand your vision and create positive change in your life. These are the friends who challenge conventional wisdom and allow you to express opinions you might hesitate articulating to others.

Navigators are friends who give advice and direction. You seek them out when you need leadership and counsel; they’re phenomenal at talking through your options. Navigators are best at understanding your dreams and goals and then helping you find the path to achieve them.

Connectors are the bridge builders who help you get what you want. They get to know you and work to connect you with others who will share your interests or goals. They extend your network exponentially and give you access to new resources.

Collaborators are friends with similar interests – those who share your passion for sports, hobbies, work, politics, food, movies, music, or books. Shared interests often make Collaborators lifelong friends with whom you are most likely to spend your time.

Building the Inner Circle of OthersGallup’s research found that managers are the ones primarily responsible for the engagement level of their employees. Think through what you can do to take active role in fostering vital friendships within the workplace and the team. Friendships are about more than simply having fun; camaraderie can be built around a common sense of purpose, meaningful goals, and powerful day-to-day experiences. Studies have proven that soldiers form resilient bonds during missions in part because they believe in the purpose of the mission, rely on each other, and share the good and the bad as a team. Consider ways to increase engagement at weekly meetings, in action-planning sessions, and in one-on-one meetings with employees to make it part of your workplace’s DNA.

Camaraderie at work can create “esprit de corps,” which includes mutual respect, sense of identity, and admiration to push towards goals and outcomes. Certainly, the coordination of group events such as charitable initiatives, wellness competitions, community service events, and other activities can help build a sense of teamwork and togetherness. However, vital friendships serve many different dimensions. It is important for business leaders and managers to be acutely aware of the need employees have for strong bonds in each of the areas described by Rath, and use that knowledge within their own inner circles and the circles of others to enhance and engender employee satisfaction, productivity, and retention.

Finding People Who Make a Difference®
The Sanford Rose Associates® Executive Search Network is comprised of independently-owned firms who are committed to “finding people who make a difference®”. Executive Search Review has recognized the totality of the Sanford Rose Associates network as being one of the Top 11 Search Firms in North America. Sanford Rose Associates has 60+ offices worldwide and is a member of the International Executive Search Federation (IESF). To learn more about how the right people can elevate your game, please reach out to your Sanford Rose Associates® executive search consultant today.

]]>Who Thanks Whom?https://saninc.com/metaljobs/who-thanks-whom/
Fri, 11 May 2018 14:06:53 +0000http://saninc.com/metaljobs/?p=26157A recent article penned for Inc by Suzanne Lucas made the bold statement: “Dear Hiring Manager, Perhaps You Should Write the Thank You Note.” She continues: “The traditional thank you note is from candidate to hiring manager. That’s wrong… Just what are you exactly thanking the manager for? Taking the time to talk with you […]

]]>A recent article penned for Inc by Suzanne Lucas made the bold statement: “Dear Hiring Manager, Perhaps You Should Write the Thank You Note.” She continues: “The traditional thank you note is from candidate to hiring manager. That’s wrong… Just what are you exactly thanking the manager for? Taking the time to talk with you and consider your application for the job, right? But, what were you really doing? You were taking your time out of your day (and often using vacation time from your current job to do so) to try and solve a problem for the hiring manager.”

At first glance, most would read statements and think “thank goodness this wasn’t a candidate I interviewed; seems quite entitled.” However inverted of a perspective this author seems to hold from standard interviewing protocol, there is an underlying message communicated by her article.

It may be time to evaluate your hiring process through a new lens.

If we assume it is the candidate’s responsibility to pen the thank-you note, doesn’t that inherently mean that we also assume it’s the candidate’s responsibility to be thankful for being granted an interview to begin with?

You may have this mindset and not even realize you have it. A few questions to consider:

How much time do you expect a candidate to prepare for the interview with you? How much time do you spend preparing for that same interview?

You likely have asked the question “so why should we hire you” without batting an eye – how receptive are you when a candidate questions “why should I come to work here?”

Checking candidate references from past employers is a probable interviewing step; candidates volunteer these regularly. What would your reaction be if a candidate asked to check references from those who had worked under your supervision in the past but were no longer with the firm?

These are just a few scenarios to help challenge your paradigm. Lucas ultimately summarizes this mental shift: “When we think of all the things we demand of job candidates, we should realize that they are the ones doing the hiring managers big favors. You need that position filled, and these people are graciously helping you to do so.”

Start with Motivation
Secure more insights than exist on paper. Schedule time with your recruiter to go beyond more than “the individual is looking to take that next step in his career” and instead have a solid understanding of what the candidate does not have currently yet is looking to have within your organization. Know what is most important for this candidate to learn from your initial meeting as it relates to what he is looking to accomplish in this career move. Additionally, make sure you know “why your firm” – why this candidate wants to talk with your firm as opposed to others. What is it that initially sparked their interest, and how you can expand on that to have the candidate walk away with their own motivating factors addressed? Finally, know “why not” – any concerns this candidate in areas such as the cost of living (if relocation is involved), or stability, or any other detail no matter how large or small. This is the opportunity to address them, either openly or candidly, throughout the interview.

It’s the Little Things
Small things stand out, especially when candidates are in a thriving economy and may have the opportunity to interview with multiple organizations. Take a moment and look at your physical office space through a new lens. What does someone entering your space see and experience? Is your boardroom, interviewing space, or personal office dated and could use some modernization? Do you have anything on the walls that showcase your organization’s accomplishments, or highlight your culture? Think through the impression you make as it relates to your physical office space.

When the candidate arrives, give them bottled water without them having to ask or accept it. When the candidate leaves, consider an exit gift of some sort – a small item with your logo on it or something personalized based on what you know about their interests or background.

The Sell
Take some time to craft concrete answers or success stories around questions such as the following:

What are the primary reasons someone would join your organization instead of another firm?

What is the specific and measurable career path?

What in-house resources do you have that give people a competitive advantage? What external resources?

How does your company differentiate itself from other competitors in your niche, and what would this mean to someone joining your firm?

What is the tenure of your senior staff? What benefit does that provide a new associate?

What future growth plans do you have for your firm? What opportunity does that create for someone?

Even if the candidate does not ask the direct question, you want to remain confident that you are articulating “why you” just as much as you are trying to determine “why them.” If, during the interview, a light bulb switches on and you have the revelation that this is the exact person you need to hire, the better you can articulate your true value proposition the higher the chance that candidate will want you as much as you want them.

]]>Embracing the Entitledhttps://saninc.com/metaljobs/embracing-the-entitled-2/
Tue, 17 Apr 2018 14:38:14 +0000http://saninc.com/metaljobs/?p=26189Be honest; when you read the title of our SRA Update, did it immediately conjure up an image of a selfie-taking, social media addicted, text-obsessed millennial? Before we go any further, let us first take a moment and apologize to the recent generation entering the workforce. Turns out, there may not be any increase at […]

]]>Be honest; when you read the title of our SRA Update, did it immediately conjure up an image of a selfie-taking, social media addicted, text-obsessed millennial? Before we go any further, let us first take a moment and apologize to the recent generation entering the workforce. Turns out, there may not be any increase at all in narcissism over the past few decades. In a scientific analysis of approximately one-half million high-school seniors over three decades, Brent Donnellan and Kali Trzesniewski of the University of Western Ontario argue teens today are no more egotistical (and actually, just as happy and content) as previous generations.

“We concluded that, more often than not, kids these days are about the same as they were back in the mid-1970s,” said Donnellan, associate professor of psychology. They also stated that their findings show that entitlement changes dramatically with maturity in comparison to nominal generational changes. In other words, it’s not that people born after 1980 are self-absorbed – it’s that young people are, and they get over themselves as they get older.

On the other hand, aren’t we all working alongside some select individuals who haven’t “gotten over themselves?” In nearly every professional environment, it is not uncommon to encounter those who have an inflated sense of their own importance, a deep need for admiration and an occasional lack of empathy for others. These individuals can range from recent college grads to the most tenured of staff, and some could even be some of the most valued players on the team! An effective leader needs to be able to lead, manage and inspire all personality types, including how to embrace the entitled.

Memory Lane
Although tales that start with “back in my day” typically fall on deaf ears (or are met with an eyeball roll), it may be meaningful to take a trip down memory lane at times. Newer employees may not know the sacrifices that their company was built upon; consider creating a milestone wall or worksheet documenting key turning points in the history of the company. Reviewing a company’s past can help emphasize the sacrifices that were made, the noteworthy accomplishments along the way, and a common understanding of where the firm started and how it evolved to where it is today.

Special vs. Appreciated
Words matter. Consider the difference between “you have a face that makes time stand still” and “you have a face that could stop a clock.” Entitled individuals believe themselves to be more special than others; frame your vocabulary to play against this notion. Instead of “you are the best hire we have ever made in this department” or “we would be lost without you,” focus instead on expressing appreciation for a job well done. Statements such as “I appreciate the hard work you put in to meeting your quarterly numbers” or “I am incredibly thankful for the leadership role you played in retaining our key clients” focus more on the work being done as opposed to the uniqueness and rarity of the person doing the work. Call attention to the specific action or behavior, and then offer up genuine thanks and gratitude.

The “I” in Team
To encourage self-absorbed individuals to look outside their lens of individuality, add some components to their set of responsibilities that require the success of others. This could be accomplished by tying a portion of compensation or bonus to the success of new hires, the team, or organization as a whole. Alternatively, the individual could be assigned as a mentor to up-and-coming associates, where praise is given to the collective and expectations are set for cooperative achievement.

Great Expectations
Be exceptionally clear (and when at all possible, measurable) with any and all expectations. Consider going beyond “pass or fail” and instead communicate clearly what deficient (failure), competent (good enough to get by), and proficient (exceptional) behavior or results look like. Then, stick to them firmly. If you don’t, you can actually create a deepened sense of entitlement as employees learn to manipulate your rules. The expectations could include things like desired behaviors, time in office, work ethic, required results, or any other guidelines that allow an employee to know they are meeting or exceeding expectations. Resist the urge to simply say “I’ll know a job well done when I see it” – if you can’t articulate expectations clearly, employees will never know if they’ve achieved them. This is when a disconnect happens, ambiguity sets in, and the foundation of the relationship begins to crack.

Set Them Up to Fail
Gasp! Before you scramble for your Leadership 101 Handbook that says a great leader would never do such a thing, many would acknowledge that it was through their greatest struggles that their greatest achievements were born. More often than not, those who history best remembers were faced with numerous obstacles that forced them to work harder and show more determination than others.

Entitled employees tend to stay within their comfort zones and take few risks. Set a stretch goal for those who feel they cannot fail, but do not chastise for shortfalls or lack of success. Instead, allow for the individual to embrace the mistakes made, the skills that are not yet developed, and the opportunities for growth that lie ahead. In fact, many great leaders would say they don’t just accept failure, they encourage it!

Perhaps even more important? Deep down, we all want to be involved with an important project that challenges us. When we give a tough objective and let an employee know it will take everything they’ve got, it communicates that we actually take them seriously and give them permission to take risks that result in growth – either due to failure or due to success.

]]>Leadership Assessmenthttps://saninc.com/metaljobs/leadership-assessment/
Tue, 13 Mar 2018 15:56:41 +0000http://saninc.com/metaljobs/?p=26115Countless books and articles exist discussing the qualities of managers and leaders and whether the two differ, but little has been said about what happens in the thousands of daily interactions and decisions that allow leaders to get the best out of their people. Start with this premise: We do not see things as they […]

]]>Countless books and articles exist discussing the qualities of managers and leaders and whether the two differ, but little has been said about what happens in the thousands of daily interactions and decisions that allow leaders to get the best out of their people.

Start with this premise: We do not see things as they are; we see things as we are. This statement from Anais Nin reminds that it’s not really a secret that we all see, feel, smell and hear things differently. Being an effective leader requires an awareness of how others see us, not necessarily of how we see ourselves. This does not mean that you need to feel that the view of others is correct, nor do you need to change your mind or theirs. It does mean that we need to understand how we are perceived so we can start the cycle of communication. How others perceive you may not be your reality, but it is their reality. It may not be our truth, yet it is their truth. Much of this assessment requires a simple understanding of that paradigm. This boils down to an awareness of self and a greater awareness of others.

As an example, you may feel that by listening without adding topics to the conversation that you are perceived as being interested and thoughtful. Instead, you may come across as dull and self-involved. You may feel that by sharing more than others do, you are perceived as open and honest. Instead, you may come across as burdensome and inappropriate. You may feel that by dominating the conversation with jokes and humor, others find you entertaining and lively. Instead, you may come across as tedious and draining.

What is the right balance? Ultimately, it is not up to you to decide, it is up to those you lead. How they see you is how you are seen. The following areas are a starting place for feedback and coaching.

Listening Skills
Have you ever found yourself in a situation where you’re listening to a colleague talk about something extremely important to them, and while they’re speaking, something comes to mind to you and you can’t wait for them to finish so that you can tell your story? This is the point where you can still hear but you are no longer listening. How often does this happen when you interact with your direct reports?

Although listening would be considered a soft skill, it is actually one of the hardest skills to focus on. Humans have a tendency to hear more than they listen. Try to set your natural instincts aside and instead concentrate on the other person’s message and meaning. This requires listening without deciding or judging; the evaluation, and the decisions, and the reaction can come later. Sometimes, simply hearing what the individual is venting about may not only enable you to find a solution, it might actually be the solution.

Do you listen for signals that your help is needed?

Do you listen actively when someone is talking with you?

Do you paraphrase or use some other method to clarify what is being said in a discussion?

Are you able to discern the emotions behind your employees’ words?

Emotional IntelligenceThe language we use determines the strength of the conversations we have. The strength and the type of conversations we have determines whether an individual sees us as their trusted adviser or someone that that just tells them what to do. That relationship determines the outcome of our success together; it is classic cause and effect.

Simply put? Words matter. Do not underestimate the importance that words have when either strengthening bonds or fracturing them. “Employee” has a different connotation than “team member” or “key contributor,” and “I’m going to need you to” comes across differently than “are you open to some feedback.”

Do you separate observations from judgments or assumptions?

Do you set a positive tone during coaching sessions?

Do you demonstrate sincerity in wanting to help your direct reports?

Do you customize your coaching approach depending on the person you are coaching?

Do you give positive as well as negative feedback?

Play Chess, Not CheckersThe role of a leader is to take one person’s particular talent and turn that talent into performance. In simple terms, a good leader plays checkers. In checkers, there’s some strategy required but essentially all the pieces look alike and move the same way on the board. Now, a great leader? A great leader plays chess. They recognize that each piece on the board is different you cannot play the game, much less win the game, if you do not appreciate, leverage and deploy each of the pieces in their own unique and individual way. Good managers play checkers, great managers play chess.

Do you seize learning opportunities and focus on immediate performance problems for your employees?

Do you observe the behavior of your direct reports?

Do you work with the employees you are coaching to generate alternative approaches or solutions that you can consider together?

Do you always follow up on a coaching discussion to make sure progress is proceeding as planned?

“The most dangerous leadership myth is that leaders are born – that there is a genetic factor to leadership. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born.”-Warren Bennis

Finding People Who Make a Difference®Executive Search Review has recognized the totality of the Sanford Rose Associates® network as being one of the Top 10 Search Firms in North America with 80+ offices worldwide. To play more chess rather than checkers, please reach out to your Sanford Rose Associates® executive search consultant today.

]]>Employer Branding: Interview Processhttps://saninc.com/metaljobs/employer-branding-interview-process/
Thu, 08 Feb 2018 18:48:15 +0000http://saninc.com/metaljobs/?p=26072Recruiters often say that the purpose of a first interview is to get invited back for a second interview. This is because the decision for next steps then rests solely on the shoulders of the candidate, and options are limitless. But does every candidate who interviews with your organization want to be invited back for […]

]]>Recruiters often say that the purpose of a first interview is to get invited back for a second interview. This is because the decision for next steps then rests solely on the shoulders of the candidate, and options are limitless. But does every candidate who interviews with your organization want to be invited back for a second interview? If not, consider the possibility that although the interviewing process is designed to both screen as well as sell, there are ways to maximize the odds of candidates craving an invitation to return.

Every encounter with your brand influences a candidate’s perception of your organization, which impacts your firm’s ability to stay in the driver’s seat when deciding which candidate to hire. Employer brand and candidate experience are inextricably linked, and they matter greatly for recruiting and retaining talent. How can you communicate your brand while simultaneously improving the candidate experience throughout each step of the selection process?

Get on the Same Page
How employees represent the company’s mission and brand is as important as anything said by human resources or leaders during the hiring process. Within the first interview, a candidate needs to grasp an understanding of what is unique about the organization, environment, and opportunity. If a candidate was to ask “why your firm” as opposed to others, do you know how your employees respond? The “why your firm” moment is an excellent opportunity for an employee to communicate the elevator pitch of the organization. Consider providing employees with an example of a strong and succinct elevator pitch script to be used in both social settings as well as the interviewing process. Make sure all individuals involved in the interview have a concrete understanding of the mission of the firm, the vision for the future, and alignment of organizational goals.

Go Mobile
Contrary to popular opinion, prospective candidates do not wait to get home from work to look for new career opportunities or research alternative employers. The most popular day to search for jobs is Monday, and it tapers off throughout the week before plummeting over the weekend. This means that candidates are looking for jobs while at work. Since most users realize their computer use is monitored, those searches are conducted on their mobile phones.

Mobile does not only apply to searching for new opportunities. A recent survey conducted by Glassdoor.com found that 43% of candidates research their prospective employer just 15 minutes prior to their interviews. However, according to a study by CareerBuilder, only 20 percent of Fortune 500 companies have a mobile-optimized career site. Employers must implement a mobile-friendly experience to create a recruitment strategy that aligns with consumer behavior.

Personalize the Experience
Once upon a time, business was rooted in personal relationships and one-on-one interactions. Then came decades of technology, with automated recruiting, email, job boards, training videos, all of which remove the human element of relationships.
Electronic and telephonic communication works well, but video communication personalizes the candidate experience significantly. As a way to incorporate videos into the hiring process, Sanford Rose Associates partners with a leading video interviewing technology platform so clients can share their stories in their own voices and communicate their brand with depth and personality.

Additional videos can enhance the experience even more. Employees talking about why they love the organization or key customers sharing why they value the firm serve to provide multiple perspectives to potential candidates. Videos with clips from around the office and spotlighting superstars can be an effective way to share “why your firm” to prospects considering applying to your organization.

Create a Compelling Story
Prior to a first interview, provide candidates with an “About Us” packet highlighting the history of the company, growth plans, success stories of employees, and other items that will engage them on a human level. Sharing testimonials from recent hires who can attest to how much they enjoy their new roles and the firm, or snapshots of recent promotions and advancements within the ranks are also great ways to get candidates feeling good about your organization.

Consider having a binder in the lobby for candidates to flip through while waiting for an interview. The binder could be stocked with pictures from company events, parties, charity events, or volunteer initiatives. Including company newsletters, quarterly updates with announcements and achievements, and photos from events and cultural initiatives add a sense of the company’s personality and may appeal to candidates.

Communicate Effectively
Take time to evaluate the lines of communication between prospective candidates and your internal hiring team. When a candidate applies to your organization, is an automatic response sent to notify that the information has been received? If the candidate interviewed and is no longer in consideration for the role, how is that communicated to the candidate? Set expectations and do not leave candidates in the dark; be clear about what your process is, when they can expect feedback, and how quickly a decision will be made.

Finding People Who Make a Difference®
The Sanford Rose Associates® Executive Search Network is comprised of independently-owned firms who are committed to “finding people who make a difference®”. Executive Search Review has recognized the totality of the Sanford Rose Associates network as being one of the Top 11 Search Firms in North America. Sanford Rose Associates has 60+ offices worldwide and is a member of the International Executive Search Federation (IESF). To learn more about how to communicate your brand and culture throughout the selection process, please reach out to your Sanford Rose Associates® executive search consultant today.